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| Criterion |  Engineering Kanban |  Agile Story Points |  Agile NoEstimates |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | laufend, 1-5 min je Item | laufend | 1-3 h |
Participantsdifferent | 2-12 | 3-9 | 2-12 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Point Estimates, Reference Stories, Velocity Data | Throughput Data, Flow Forecast, Slicing Rules | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | FlowVisual managementDelivery | EstimationAgileMeasurement | EstimationForecastingFlow | FlowMeasurementConstraints |